Customer Relationship Management on Organizational Performance

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DOI: 10.4018/IJCRMM.2022010101

An Exploration of the Effect of

Customer Relationship Management on Organizational Performance

in the Banking Sector

Jalal Rajeh Hanaysha, School of Business, Skyline University College, Sharjah, United Arab Emirates

Khawaja Khalid Mehmood, Institute of Management Sciences, Bahauddin Zakariya University, Multan, Pakistan

ABSTRACT

Themainobjectiveofthispaperistotestthelinkagesamongcustomerrelationshipmanagement

(CRM)practicesandorganizationalperformanceinPalestinianbankingsector.Thisresearchrelied

onanonlinesurveywhichwasdesignedforgatheringthedatafromseveralemployeeswhoserve

inbankingsector.Atotalof223responseswereconsideredvalidfordataanalysisusingSPSSand

partialleastsquareapproach(PLS-SEM).Overall,thefindingsverifiedthatcustomerorientationand

CRMorganizationhavesignificantpositiveeffectsonorganizationalperformance.Theoutcomes

alsoconfirmedthatCRMtechnologyandknowledgemanagementplayimportantrolesinaffecting

organizationalperformance.Thesefindingsrevealthatthecurrentbusinessenvironmentrequires

organizationstocontinuouslymonitorandmanagecustomerrelationshipseffectivelyforachieving

theirlong-rangeobjectivesandrespondingtoemergingchallenges.

KEywORdS

CRM Organization, Customer Orientation, Customer Relationship Management, Knowledge Management, Organizational Performance, Technology-Based CRM

INTROdUCTION

Currentlyinmodernbusinessenvironmentsandchallengingscenarios,theemphasisonmaintaining

customershasbeenregardedasthekeystrategythatshapesallmarketingprograms.Inrelationtothat,

customerrelationshipmanagement(CRM)hasemergedasacrucialmarketingstrategyforachieving

businessobjectives(Karakostas,Kardaras,&Papathanassiou,2005).Heinrich(2005)indicatedthat

buildingsuccessfulcustomerrelationshipsenablesanorganizationtoimproveitsbusinessportfolio

andfacetheintensecompetitionwhicharisesfromlocalandinternationalrivals.Theideaabout

CRMhasbasicallyemergedfromtheoryofrelationshipmarketingwhichcanbeconceptualizedas

theprocessofbuilding,improving,andcontinuouslymaintainingsuccessfulrelationalexchanges

withcustomersinanattempttoachievethedesiredperformanceoutcomes(Palmatier,2008).Sin,

Tse,andYim(2005)conceptualizedCRMasacomprehensiveprocessandstrategywhichisbasically

ThisarticlepublishedasanOpenAccesssarticledistributedunderthetermsoftheCreativeCommonsAttributionLicense(http://cre- ativecommons.org/licenses/by/4.0/)whichpermitsunrestricteduse,distribution,andproductioninanymediumprovidedtheauthorofthe

originalworkandoriginalpublicationsourceareproperlycredited.

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designedtohelpanorganizationinidentifying,obtaining,maintaining,andnurturingprofitable

customerrelationships.ThekeyprincipleofCRMiscenteredonknowingandprovidingbetter

customervaluethancompetitorsthroughtheintegrationofprocess,technology,andindividuals

inthevaluechainactivities.Ingeneral,CRMrepresentsanessentialorganizationalprocesswhich

providesanorganizationwithagreatercapabilitytobuildlongtermcustomerrelationshipsandkeep

theirvaluesonthelongterm(Srivastava,Shervani,&Fahey1999).

Knowinghoworganizationscanbenefitfrombuildingsuccessfulcustomerrelationshipsisvery

necessaryforbothscholarsandmarketingmanagers(Payne&Frow2005).Paststudiesthoughtabout

customerrelationshipmanagementasprofoundlyreformingtheareaofmarketingandemerging

asacomponentofthenewprevailinglogicsofmarketing(Bolton,2004;Buttle&Maklan,2019).

Researchershavedeclaredthatwhenanorganizationfocusesonleveragingprofitablecustomer

relationships,itwillhavegreaterabilitiestobuildandsustainitscompetitivenessinhighlydynamic

markets(Mithas,Krishnan,&Fornell,2005;Ryals,2005).Moreover,PayneandFrow(2005)

suggestedthat,“CRMprovidesenhancedopportunitiestousedataandinformationtobothunderstand

customersandco-createvaluewiththem.Thisrequiresacross-functionalintegrationofprocesses,

people,operations,andmarketingcapabilitiesthatisenabledthroughinformation,technology,and

applications.”Forthatreason,accumulatingthefeedbackofcustomersthroughtheacquisitionof

importantdataandusingitintheCRMsystemenablesanorganizationtoobtainin-depthinformation

aboutcustomers’needsandexpectations.Theseinsightsrepresentavaluableapproachforidentifying

existingissuesanddevelopingorganizationalproductsorservicestosatisfysuchneeds.

Overall,thegrowingcompetitionsamongalltypesofbusinessinvariousregionsoftheworld

hasurgedmarketingpractitionersandacademicianstoclearlyunderstandhowcustomerrelationships

canbemaintainedandtheperformanceofanorganizationcanbeenriched.However,theavailable

empiricalliteratureoncustomerrelationshipmanagementhasnotclearlyindicatedhowitcanbe

measuredandwhatelementsexplicitlyconstitutetheprocessofCRM.Accordingtocertainscholars

(Al-Dmour,Algharabat,Khawaja,&Al-Dmour,2019;Shugan,2005),furtherresearchisrequiredto

comprehendtheassociationamongCRMandtheperformanceoforganizations.Similarly,Reimann,

Schilke,andThomas(2010)outlinedthattheCRM’seffectonorganizationalperformanceremains

unclearanddifferentresearchesyieldeddifferentoutcomes,dependingonthecontextofresearch,

measurementofCRM,andotherculturalfactors.Inadditiontothat,thereareverylimitedstudies

regardingCRMandorganizationalperformancelinkagesincontextofdevelopingcountrieslike

PalestineandtheMiddleEast(Kebede&Tegegne,2018).Somescholarsrecentlycommentedthat

CRMhasrarelybeenstudiedinIslamicbanks(Lebdaoui&Chetioui,2020).Consequently,thispaper

ismainlyconductedforinvestigatingthelinkagesamongvariousdimensionsofcustomerrelationship

managementandorganizationalperformanceinPalestinianbankingsector.Thefollowingsections

presenttheliteraturereviewforthisstudy,followedbyisthemethodology,analysisofresults,and

itendswiththeconclusionandfutureresearchsuggestions.

LITERATURE REVIEw Organizational Performance

Organizationalperformancerepresentsoneoftheforemostresearchedtopicsinbusinessdomain

andhasattractedtheattentionsofresearchersoverpastdecades.Ithasbeenconsideredtheeventual

dependentvariableformanyresearcherswhoconductstudiesinthefieldofmanagement.Thegrowing

competitionamongbusinessesforattractingcustomers,improvingtheirinputs,andmaximizing

theircapitalresourcesmakeorganizationalperformancevitalforsurvivingandsucceedinginthe

contemporarybusiness.Lietal.(2006)conceptualizedorganizationalperformanceasanorganization’s

evaluationbasedonitsabilityinachievingitsfinancialandnonfinancialgoals.Asthecompetition

betweencompaniesinvariousindustriesandbusinessmarketshasbeenincreasingintherecentyears,

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theassessmentoforganizationalperformancehasbeenconsideredtobeimportantforsafeguarding

businessesandsustainingtheiroperations.Forthisreason,theresponsivenesstowardscontinuously

measuringfirmperformanceisdeemedvital(Noble,Sinha,&Kumar,2002).Everyfirmsets

predeterminedobjectivesforanalyzing,evaluating,andmeasuringitsperformance.Thekeypurpose

ofmeasuringfirmperformanceisdirectedtowardsincreasingorganizationaleffectivenessandits

businessprocess(Neely,2002).

Generally,organizationalperformancehasbeenconsideredtobeimportantforscholarsacross

alldomainsofresearchinmanagement.Scholarsinaccountingandstrategystriveforinfluencing

andmeasuringorganizationalperformance.Similarly,marketing,humanresourcemanagement,and

operationsscholarsseektocomprehendandincreaseperformanceoutcomes.Todoso,theytendto

adoptprecisemeasuresforeachdiscipline,forexamplecustomersatisfaction,employeesatisfaction,

andproductivitylevel(Chenhall&Langfield-Smith,2007).Paststudiesemployeddifferentapproaches

forconceptualizing,measuringandassessingfirmperformance.RandolphandDess(1984)regarded

anorganization’sperformanceasaconceptthatconsistsofmultidimensionswhichcannotbesolely

reflectedinasinglecomponent.Richard,Devinney,Yip,&Johnson(2009)alsoindicatedthatfirm

performancecouldbeassessedusingthreemainindicators,namely:financialperformancewhich

includesprofitmargins,returnonassets(ROA),andreturnoninvestment(ROI);marketperformance

ofaproductthatiscomprisedofsalesvolumeandthemarketshare;andshareholder’sreturnwhich

involvestheaddedeconomicvalueandthetotalreturnofshareholders.However,themostcommonly

knownmethodsforevaluatingorganizationalperformanceincludesalesgrowth,businessmarket

share,ratioofprofitability,thereturnoninvestment,andcustomersatisfaction(Ledwith&O’Dwyer,

2009;Richard,Devinney,Yip,&Johnson,2009).

Customer Relationship Management

Inliterature,customerrelationshipmanagementhaslargelybeenemphasizedasanimportantstrategy

forcollecting,analyzing,andcomprehendingnecessaryinformationaboutcustomersandutilizing

suchinformationformakingbettermarketingdecisions(Rajput,Zahid,&Najaf,2018).Intoday’s

challengingbusinessenvironment,firmsaresupposedtodevelopandmaintaintheirrelationshipswith

existingandpotentialcustomersforimprovingtheirprofitmarginsandrespondingtocompetitors’

strategies(Coltman,Devinney,&Midgley,2011).ShuklaandPattnaik(2019)conceptualizedCRM

intheirstudyasamarketingprocessandstrategyinwhichitsobjectiveiscenteredtowardsobtaining,

maintaining,andmutuallycollaboratingwithprofitablecustomersinanattempttoservethem

betterthancompetitorsandgeneratevaluablebenefitsfromtheminreturn.CRMimplementation

encompassestheabilitytointegratesupplychainactivities,customerservice,sales,andmarketing

programsforensuringorganizationaleffectivenessandefficiencyinprovidingsuperiorcustomer

value.Inotherwords,CRMrepresentsatimelystrategicpriorityformanagingcustomerrelationship

throughobtainingimportantdataandusingitformakingtherightdecisions.Byhavingtheright

applicationandsoftwareofCRM,anorganizationwillbereadytoreacttoemergingchallenges

andhavebetterabilitiestomanagecustomerdatabase,relyonitforanalyzingandpredictingthe

behavioursofcustomers,andintegrateitinshapingthefuturemarketingstrategy.Therefore,CRM

providesbusinesseswithgreaterinsightsabouttheircustomersandenablethemtoimprovetheir

performanceonthelongterm.

Consistentwiththeresourcebasedview(RBV)perspective,CRMisregardedasanimportant

organizationalresourcewhichprovidesanimportantcontributiontoorganizationalperformance.CRM

isprimarilydevelopedbyorganizationsforthepurposeofsuccessfullymanagingtheirinteractions

withcustomersandgettingbetterunderstandingabouttheircharacteristicsandneeds(Lindgreen&

Antioco,2005).WangandFeng(2012)declaredthatCRMeffectivenesscanbedeterminedbased

ontheknowledge,capabilities,andskillsofemployeesinanorganizationinforming,maintaining,

andstrengtheningtherelationshipswithdifferenttypesofcustomersandservingthembetterthan

competitors.Additionally,CRMprovidesanorganizationwithbetterabilitiesforestablishing

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favourablecustomerexperiencesthroughappropriateandtimelyinformationthatisneededfor

managingitsactivities.Previousstudiesfoundthatcustomerrelationshipmanagementcapability

hadadirecteffectonorganizationalperformance(Rajputetal.,2018;Soltani,Zareie,Milani,&

Navimipour,2018).Ullah,Iqbal,andShams(2020)alsoestablishedthatCRMrepresentsanimportant

approachforlearningimportantinformationaboutcustomersandcreatingsuperiorvalueforthemby

settingappropriatebusinessstrategies,whichultimatelyleadtofavourableperformanceoutcomes.

TheauthorsaddedthatthroughCRM,organizationscanacquireaccurateinformationandinsights

abouttheircustomersandthenutilizesuchknowledgeforadjustingtheirofferingstofulfildifferent

needsandexpectations.

Moreover,priorresearchesemployedcontingencytheory(Mumuni&O’Reilly,2014;Miller,

1996)forexplainingthelinkagesbetweenCRMandorganizationalperformance.Theyrevealedthat

designingeffectiveorganizationalstructures,processesandprocedureswithinfirmsenablethemto

improvetheirperformance.Intheexistingliterature,CRMhasbeenviewedasaconstructthatis

mainlycomposedoffourcomprehensivebehavioralcomponents.Themostcommonlyusedelements

inpreviousstudiesformeasuringcustomerrelationshipmanagementincludecustomerorientation,

CRMorganization,knowledgemanagement,andtechnologybasedCRM.Theseelementshave

beenintegratedformeasuringCRMaspositedinthetheoryofrelationshipmarketingandsimilar

priorresearches(Akroushetal.,2011;Bhat&Darzi,2016;Sinetal.,2005).Forthisreason,CRM

inthispaperismeasuredusingthestateddimensions.Eachofthesedimensionsisexplainedinthe

followingparagraphs.Besidesthat,theirlinkageswithfirmperformancebasedonthefindingsof

priorstudiesarepresented.

Customerorientationexistswhenacompanydirectsitseffortsandprioritiestowardsthe

bestinterestsofcustomersinordertoprovidethemwithgreatervalues(Cai,2009).Insuccessful

organizations,customersarestrategicallyconsideredasthekeyfocusforbusinessoperations

(McEachern&Warnaby,2005).Theemphasisoncustomersoccurthroughcreatinglinkagesbetween

customerneeds,brandsatisfaction,andcustomerloyalty(Bill&O’Toole,2002;Sousa,2003).Kim

(2008)outlinedthattheeffectiveimplementationofCRMcanbeobservedthroughanorganization’s

abilitytobecustomeroriented.Throughemphasizingoncustomers’orientationanddirecting

businessactivitiestowardsmeetingtheirneedsandexpectations,customersprefertoholdwiththe

brand,buymore,andthusimprovebrandvalue.Kalakota,Robinson,andTapscott(2000)arguedthat

businessescansucceedinthecurrentcompetitiveenvironmentwhentheysettheirstrategiestowards

focusingonsearchingforprofitablecustomersandretainingthem.TheyaddedthatCRMpractices

arevitalforensuringthedeliveryofgreatercustomervalue,maintainingcustomersandestablishing

strongrelationshipswiththem.NasutionandRafiki(2018)foundthatcustomerorientationaffected

organizationalperformance.Similarly,priorstudies(Bhat&Darzi,2016;Kebede&Tegegne,2018;

Nasution&Rafiki,2018;Pousa&Mathieu,2014)confirmedthatimprovedfocusonkeycustomers

andrelationshipmarketingresultedinhigherfirmperformance.Hence,inlightoftheliterature

presented,thefirsthypothesisissuggestedasfollows:

H1:Customerorientationhasapositiveeffectonorganizationalperformance.

Furthermore,knowledgewasviewedintheliteratureasavaluableorganizationalassetand

representsanimportantcomponentofCRM(Stefanou,Sarmaniotis,&Stafyla,2003).Customer

knowledgemanagementisessentialforeveryorganizationtocollect,manageanddisseminate

importantknowledgeaboutcustomers(Salojärvi,Saarenketo,&Puumalainen,2013).Certainscholars

statedthatknowledgeaboutcustomersisimportantfortheapplicationofCRMtoensureitssuccess

(Bose&Sugumaran,2003;Javalgi,Martin,&Young,2006);thisisbecauseitcanbeusedasa

primarymasterplanforbuildingfavournablerelationshipsamongtheemployeesandpotentialor

existingcustomers(Nguyenetal.,2007).ChengandFu(2013)statedthatorganizationscouldobtain

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greaterunderstandingaboutcustomers’needs,expectationsandpreferencesthroughtheuseofdata

mining/warehousingtoknowledgedatabases,whichwillhelpthemindesigningeffectivemarketing

strategies.Bygeneratingknowledgeaboutcustomers,organizationscaneffectivelyusetheknowledge

toenhancetheircompetitiveness.Paststudiesverifiedthatknowledgemanagementpositivelyaffected

firmperformance(Fugate,Stank,&Mentzer,2009;Kebede&Tegegne,2018;Meher&Mishra,

2019;Mohammadetal.,2013).Anenrichedknowledgeabouttheneedsofcustomersalsoimproves

brandloyaltyandbusinessprocesswhichrepresentkeyprioritiesforafirm’scompetitiveness(Sousa,

2003).Hence,baseduponthisdiscussion,thesecondhypothesisispostulatedasfollows:

H2:Knowledgemanagementhasapositiveeffectonorganizationalperformance.

CRMorganizationhasalsobeenviewedasanimportantelementofcustomerrelationship

management.Itrepresentsasystematicapproachwhichinvolvesnecessarychangesinanorganization

throughorganizingandconductingvariousbusinessprocessestargetedtowardssatisfyingcustomers

andcompanyemployees(Sinetal.,2005;Sofi,Bashir,Parry,&Dar,2020).Whenafirmorganizes

theoperationsofCRMactivitiesbytakingintoconsiderationdifferentcustomergroups,itcan

allocatedirectaccountability,beup-to-dateofshiftingcustomeranticipationsfordiversemarkets,

andgettimelyinformationaboutcustomerswhomayswitchtoothercompetitors.Indesigningthe

organizationalstructure,thefirmshouldbeflexibleandreadytoconstructitinamannerthatcan

deliversuperiorcustomervalueandimprovebusinessperformance(Homburg,Workman,&Jensen,

2000).Accordingtocontingencytheory,theperformanceofafirmcanbeincreasedthroughdesigning

anappropriateorganizationalstructure(Reinartzetal.,2004).Throughefficientorganizational

structure,thefirmcandesignCRMapplicationsinallofitsdepartmentsinordertocollectively

poolresourcesandteamuptowardstheaccomplishmentofitslongtermgoals.Itcanalsocreate

lastingcustomerrelationshipstogenerategreatervaluesinreturn(Aliyu&Nyadzayo,2018;Hong- kitYimetal.,2005).Inordertoensureagreaterorganizationalstructureefficiency,certainscholars

recommendedtoincorporatehighperformingteams,multifunctionalgroupofsegmentsandcustomer

centeredunits(Osarenkhoe&Bennani,2007;Hong-kitYimetal.,2005;Sardanelli,2020).Inthe

priorliterature,anumberofstudiesconfirmedpositiveassociationbetweenCRMorganizationand

firmperformance(Kebede&Tegegne,2018;Mohammadetal.,2013;Soltanietal.,2018).Hence,

thediscussionleadstowardsthefollowinghypothesis:

H3:CRMorganizationhasapositiveeffectonorganizationalperformance.

Technology is also regarded as CRM’s key element. CRM technology consists of the

computer technologies which can be employed by firms for developing and maintaining

profitableconnectionsalongcustomersoverthelongterm(Buttle&Maklan,2019;Rafiki,

Hidayat,&Razzaq,2019).AccordingtoLebdaouiandChetioui(2020),technology-based

CRMencapsulatespossiblesolutionsininformationtechnologyconstructedtoimproveCRM

process.Theyaddedthatgeneratingacentralizedcustomerdatabaserepresentsakeypart

ofCRMpractices.Moreover,thetoolsofdataminingforCRMenableafirmtoincreaseits

comprehensionofconsumers’behavioursandcreateproductsandservicestomeettheirneeds.

Mohammedetal.(2014)revealedthat,throughusinginformationtechnologyeffectivelythe

productivityofemployeesandservicequalitytendtobeimprovedandcustomersarelikelyto

bemoresatisfied.TheseviewsareinlinewiththatofButtleandMaklan(2019)whooutlined

thatcomputertechnologiesforinstancecomputer-aideddesign,CRMsoftware,manufacturing

systemflexibility,andjust-in-timeproductiondatabasesenableanorganizationtomanage

customer data and interaction. The authors clearly stressed that CRM systems cannot be

implementedsuccessfullywithouttheadoptionofinformationtechnology.Priorresearches

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alsoconfirmedthattechnologybasedCRMpositivelyimpactedfirmperformance(Kebede

&Tegegne,2018;Mohammadetal.,2013;Soltanietal.,2018).Hence,thefourthhypothesis

forthisstudyisproposedasfollows:

H4:TechnologybasedCRMhasapositiveeffectonorganizationalperformance.

METHOdOLOGy

ThemainpurposeofthisresearchiscentereduponinvestigatingCRM’simpactonbankperformance

inPalestiniancontext.Forexaminingthehypothesespresentedintheliteraturereviewsection,a

quantitativesurveywasemployedforcollectingthedata.AccordingtoLeedyandOrmrod(2005),

thequantitativesurveymethodiswell-thought-outasthemostpropermethodforlearningaboutthe

linkagesbetweenvariablesinanattempttopredict,explain,andmanageaparticularphenomenon.

Creswell(2009)alsoaddedthatthequantitativeapproachissuitableforanalyzingandproving

existingtheories,exploringimportantfactorsforfuturestudiesandrelatingfactorsmodelledin

hypothesesorquestions,byexaminingthereliabilityandvaliditythroughdifferentstatisticaltests.For

accomplishingthestudy’spurpose,severalbanksinPalestinewereconsideredfordatacollection.The

natureofbankingindustrydrivesallbankstobecustomerorientedandimplementCRMprogramsin

variousways.Targetedrespondentsofthisstudyincludedemployeesinmarketing,sales,information

technology,CRM,andcustomerservicedepartments,inadditiontoothermanagerswhohaddirect

involvementintheprocessandactivitiesofimplementingCRMandassessmentofperformancein

Palestinianprivatebanks.

Therationaleforselectingtheemployeestoparticipateinansweringthesurveyisbasedon

theirdirectcontactwithguestsandknowledgeaboutCRMsystemthatisusedandadoptedin

theirorganizations.Thisisinlinewithpastempiricalresearchesconductedinthesimilarline

(Akroushetal.,2011;Plakoyiannaki,2005;Osarenkhoe&Bennani,2007).Moreover,certain

scholars(Payne&Frow,2006;Osarenkhoe&Bennani,2007)establishedthattheimplementation

of CRM calls for an interdepartmental approach instead of focusing on a CRM department

approach only. The key foundations of an interdepartmental approach entail that the CRM

implementationrequirestheintegrationamongmultipledepartmentswithandbetweenother

divisionsincontemporaryfirms.Hence,severalparticipantsfromtenmajorprivatebankswere

approachedforansweringthesurveyastheyhadadirectinvolvementintheprocessofCRMin

variousways.Further,onlyprivatebankswereincludedinthestudysincetherewerenopublic

banksinPalestineduringdatacollectionperiod.

Inthepresentstudy,thedatawasgatheredusingonlinequestionnaire.Theadvantagesof

onlinesurveyappearthroughtheabilitytoreachtherespondentsatanytimeduringthedayand

flexibilityforansweringthesurveyattheirconvenienttime.Toensurethatthedesiredsample

sizecouldbeobtained,thesurveywasadministeredtotherespondentsthroughconvenience

samplingmethodtoobtainthenecessarydata.Overall,atotalof223responseswereobtained

fromtheparticipantsandusedfordataanalysis.Thedesignedquestionnairewascomprisedof

questionsabouttheelementsofCRMandorganizationalperformancemeasures.Thequestions

aboutorganizationalperformancemeasuresweretakenfromthestudyofMohammadetal.(2013).

Moreover,CRMdimensionswhichwereexploredinthequestionnairearecomprisedofcustomer

orientation(5items),CRMorganization(5items),knowledgemanagementpractices(5items),

andtechnologybasedCRM(4items).AllofthemeasurementscalesforCRMdimensionswere

adaptedfromthestudyofMohammadetal.(2013)andAkroushetal.(2011).Afive-pointLikert

scalethatrangesfrom(1)stronglydisagreeto(5)stronglyagreewasemployedtomeasurethe

selecteditemsandobtainingthedesiredinformation.Allofthecollecteddatawasinsertedand

codedusingSPSS,andthenanalyzedbyPLS-SEM.

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ANALySIS OF RESULTS

Outof223respondentswhotookpartinansweringtheonlinesurvey,theresultsshowninTable1

indicatethat68.7percentwererepresentedbymaleswhile31.3percentwerefemales.33.4percentof

theparticipantswereagedfrom18to30years,42.7agedbetween31and40years,16.1percentcame

intheagecategoryof41to50years,andtherest(6.9percent)wereagedfrom51yearsandabove.

About76.5percentoftheparticipantshadanundergraduatequalification,followedby15.2percent

ofthemacquirePostgraduatequalification,whileonly8.3hadDiplomaqualification.Furthermore,

thedescriptivestatisticsshowedthatmostoftheparticipantshadaworkexperiencebetween5and

10yearsinbankingsector.

Foreachvariable,inordertoassessthereliabilityandinternalconsistencyamongitsitems,the

Cronbach’salphavaluewascalculated.Overall,theresultsrevealedthatthevaluesforallvariables

werehigherthan0.7,andthisconfirmedthatallofthemeasurementitemsmetthereliability

assumptions.Moreover,Hairetal.(2013)suggestedthatonecouldusecompositereliabilityas

anotherwayforprovingandsupportingtheinternalconsistencyandreliabilityonasetofmeasures,

inwhichitsthresholdvalueis0.7.Basedontheanalysis,itwasfoundthatthecompositereliability

alsoexceeded0.7forallconstructs;andthisindicatedthatthecompositereliabilitywasachieved

(seeTable2).Afterfulfillingthereliabilityassumption,discriminantvaliditywasverifiedinorder

ensurethatmeasurementitemsofeachconstructaredifferentiatedfromthoseofothersinthemodel.

Themainpurposeofdiscriminantvalidityistoverifythatthemeasuresofselectedconstructsdonot

overlap.Furthermore,discriminantvaliditywasestablishedtoaffirmtheconstructvalidityforthe

outermodel.Thediscriminantvaliditytestwasconductedwithreferencetotheformuladeveloped

byFornell–Larcker(1981),whichpositsthattheAVEforeachvariablemustbehigherthanthe

maximumsquaredcorrelationofthevalueswithanothervariable.Table3assuchportraysthatall

oftheselectedconstructshadmanagedtofulfilthiscriterion.

PLS-SEMwasutilizedthroughouttheanalysisinthisstudyforexaminingthegoodnessof

fitamongthemeasurementscalesandtoestablishconstructvalidityamongallconstructs.Prior

toverifyingthehypotheseswhichwereproposedintheliteraturereviewsection,thePLS-SEM

approachwasemployedforassessingthemeasurementmodelshowninFigure1.Todoso,thisstudy

Table 1. Respondents’ Profile

Category Percent

Gender Male 68.7

Female 31.3

Age (years)

18-30 33.4

31-40 42.7

41-50 16.1

51orabove 6.9

Level of Education

Diploma 8.3

Undergraduate 76.5

Postgraduate 15.2

Working Experience (years)

Below5 27.7

5-10 32.5

11-15 31.4

Above15 8.4

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reliedonatwostepsapproachinfollowingtherecommendationsbyAndersonandGerbing(1988)

asdeliberatedinthesubsequentsections:first,theconvergentvaliditywhichreferstotheextent

towhichthegroupofitemsconvergeforassessingaconstruct(Hairetal.,2010)wasestablished.

Hairetal.(2010)suggestedthatthreecriteriashouldbesimultaneouslyverifiedinordertoconfirm

convergentvalidity,andthisincludesassessingfactorloadings,AVE,andcompositereliability.In

general,factorloadingsforallmeasurementitemsinthemodelexceeded0.5(seeTable2),andthis

indicatesanadequatelevelasspecifiedintheliteratureonmultivariateanalysisbyHairetal.(2010).

Table 2. Factor Loadings and Reliability Analysis

Construct Items Loadings Cronbach’s

Alpha Composite

Reliability AVE

Customer Orientation

CO1 0.875 0.769 0.849 0.589

CO2 0.829

CO3 0.756

CO4 0.583

Knowledge Management

KM1 0.761 0.847 0.890 0.669

KM2 0.775

KM3 0.858

KM4 0.873

CRM Organization

CRMO1 0.794 0.726 0.828 0.548

CRMO2 0.708

CRMO3 0.628

CRMO4 0.817

Technology Based CRM

TBCRM1 0.781 0.728 0.827 0.547

TBCRM2 0.607 TBCRM3 0.800 TBCRM4 0.755 Organizational Performance

OP1 0.854 0.777 0.855 0.599

OP2 0.639

OP3 0.723

OP4 0.857

Table 3. Discriminant Validity

OrganizationCRM Customer

Orientation Knowledge

Management Organizational

Performance Technology Based CRM CRMOrganization 0.741

CustomerOrientation 0.451 0.768

KnowledgeManagement 0.598 0.184 0.818

OrganizationalPerformance 0.681 0.475 0.517 0.774

TechnologyBasedCRM 0.516 0.419 0.158 0.475 0.740

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Secondly,convergentvaliditywasassessedbasedonCRcriterionwhichisconceptualizedbyHairet

al.(2010)asanextenttowhichagroupofitemsconsistentlyrepresentacertainlatentconstruct.The

statisticaltestsshowedthattheCronbach’salpha’svaluesandCRmettheassumption.Specifically,the

Cronbach’salphavaluesrangedfrom0.726to0.847.Consequently,thesefindingsrevealsatisfactory

convergentvalidityfortheoutermodel.

Afterachievingagoodfitforoutermodel,thesubsequentstepwasverifyingtheproposed

hypothesesconcerningCRMdimensionsandorganizationalperformance.ThroughSmartPLS- SEM,thebootstrappingtechniqueandPLSalgorithmwererunfortestinghypothesizedmodel.The

statisticalresultsofpathcoefficients(seeTable4)revealthatthecoefficientvalueforcustomer

orientationuponorganizationalperformance(H1)is0.198withat-valueof3.017,thussuggesting

thatcustomerorientationhasasignificantpositiveimpactoverorganizationalperformance.Moreover,

thecoefficientvalueforknowledgemanagementonorganizationalperformance(H2)is0.236witha

t-valueof2.393,henceindicatingthatknowledgemanagementalsohassignificantpositiveimpactover

organizationalperformance.Next,thecoefficientforCRMorganizationrevealasignificant(t-value=

3.476<0.05)andpositive(β=0.365)effectonorganizationalperformance(H3).Finally,theresults

indicatethatthepathcoefficientvaluefortechnologybasedCRMonorganizationalperformance

(H4)is0.166withat-valueof1.975,whichmeansthatCRMtechnologyhasanimportantpartin

affectingorganizationalperformance.AllofthedimensionsofCRMexplain54%ofvariancein

organizationalperformance.

dISCUSSION ANd CONCLUSION

ThisstudywasconductedinanattempttoinvestigatetheimpactofCRMdimensionsoverbanks’

performanceinPalestine.Thefindingsconfirmedthepositiveimpactofcustomerorientationon

bankperformance.Thisresultissupportedbypreviousstudies(Sa,Choon-Yin,Chai,&Joo,2020;

Figure 1. Measurement Model

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Ziggers&Henseler,2016;Mohammadetal.,2013)whichconfirmedthatkeycustomerfocusplays

animportantroleinaffectingorganizationalperformance.Thismeansthatbeingcustomerorientedby

directingorganizationalresourcestowardsfulfillingthechangingneedsandexpectationsofvarious

customersshouldbethemainpriorityforthemanagersinbankingandfinancialsector.FanandKu

(2010)highlightedthatwhenanorganization’semployeesfocusonprovidingapleasingcustomer

service,thecustomerorientedimageoftheorganizationwillbefostered,andthisasaresultimproves

theperformanceandprofitabilityoutcomes.Customerorientedorganizationsfrequentlyconduct

priormarketingresearchtounderstandcustomers’needsbeforeintroducinganyproductorservice.

Besidesthat,customerscomparebetweendifferentbrandsbeforemakinganydecisionandusually

selectthosethatprovidethemwiththegreatestvalues.Therefore,satisfyingcustomerswouldreflect

onrepurchasebehaviors,increasedsalesvolumes,andoverallbusinessperformance.

Furthermore,thefindingsrevealedapositiveinfluenceofknowledgemanagementonbank

performance.Thisresultcouldalsobesupportedthroughfindingsofotherpaststudies(Akroushetal.,

2011;Iqbal,Latif,Marimon,Sahibzada,&Hussain,2019;Mohammadetal.,2013;Zaim,Muhammed,

Table 4. Results of Hypotheses

Hypothesis Path

Coeff. Std.

Dev. T-Statistics P-Value CustomerOrientation  OrganizationalPerformance 0.198 0.065 3.017 0.003 KnowledgeManagement  OrganizationalPerformance 0.236 0.099 2.393 0.017 CRMOrganization  OrganizationalPerformance 0.365 0.105 3.476 0.001 TechnologyBasedCRM  OrganizationalPerformance 0.166 0.084 1.975 0.049 Figure 2. Structural Model

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&Tarim,2019)whichconcludedthatknowledgemanagementenabledorganizationstoimprove

theirperformance.Insteadofemphasizingonlyonofferingdistinctbenefitstocustomers,firmsare

alsorequiredtofocusoncontinuouslearningabouttheircustomersbyfrequentlygathering,storing,

andupdatingimportantinformationwithregardstotheircharacteristicsandpreferences(Kim,Choi,

Qualls,&Park,2004).Hence,thefindingofthisstudywillincreasemanagers’awarenesstowards

knowledgemanagementinbankingsector,andhelptheminnurturingtheirbusinessperformanceand

competitiveness.Moreover,corporatemanagerscanuseknowledgemanagementasanoperational

mechanismtoimproveinternalqualitycontroloftheirbusinessesasitcouldenablethemtodisseminate

importantdataaboutcustomerstomakebetterstrategicdecisions(Fugateetal.,2009).

TheresultsalsoverifiedthatCRMorganizationactsasacriticalsourceofbankperformance.

ThisisinagreementwiththeexistingresearchonCRMorganizationandorganizationalperformance

linkages(Garrido-Moreno&Padilla-Meléndez,2011;Kebede&Tegegne,2018).Hong-kitYimet

al.(2004)contendthatwhenagreateremphasisonimportantcustomersisembeddedintheCRM

systemofafirm,thewholefirmisstructuredinawaythatitcanensurethecultivationofvaluable

customerrelationships.Mohammadetal.(2013)addedthatforsuccessfullyimplementingCRMin

anyfirm,organizationalstructureandprocessesshouldberedesignedandaligned;allstaffmembers

shouldparticipateintheCRMprocess,andthechangeshouldalsobeplannedaccordingly.For

instance,formingagroupofteamsformanagingCRMprocesscanbedonethroughbroadcoordination

andintegrationamongemployeesfromdifferentdepartmentsintheorganizationinanattemptto

improvecustomervalueandorganizationaleffectiveness.Theteam-basedstructuremayinvolve

cross-functionalteams,customer-centeredteams,andprocessteams(Sheth,Sisodia,&Sharma,2000;

Ryals&Knox,2001).Overall,theresultpresentedhereinindicatethatthemainideaforeffectively

makinganorganizationsuccessfulinaddressingCRM,itshouldtakeintoconsiderationitsstructure

andincreaseitscommitmenttowardsemployingorganizationalresourcesincludinghumanresources

toimplementthesystem.

Finally,theresultsshowedanevidencethroughthestatisticaltestofhypothesesforthecritical

roleoftechnologybasedCRMasakeydriveroforganizationalperformance.Thisresultisalsoin

linewithotherpriorinvestigations(Akroushetal.,2011).AccordingtoBahri-AmmariandNusair

(2014),anorganizationwhichimplementsCRMtechnologysuccessfullytendstohavegreater

marketingcapabilities,andultimatelyattainssuperiorperformanceovercompetitors.Inaddition

tothat,whenanorganizationfrequentlyusesanadvancedITsoftwareandinfrastructure,itobtains

severaladvantagesthatcanbeobservedthroughhighereconomicreturnsandabilitytosetbetter

competitivestrategies(Aydiner,Tatoglu,Bayraktar,&Zaim,2019;Kumar,2004).Thisisdueto

thefactthatCRMisimplantedinthegroupofcapabilities,throughwhichnoneofthemissolely

superior,ratherwhenpooledwithrelevantcapabilitiesandotherresourcesintheorganization,itcan

contributetoorganizationalperformancesignificantly.Furthermore,usinginformationtechnologyis

veryimportantforautomatingthetouch-pointsofcustomerstoobtainthenecessarydataandinterpret

itintherightway.Basedontheresult,itisproposedthatthemanagersinbankingsectorshould

utilizeinformationtechnologyformanagingcustomerrelationshipsanddifferentiatingthemselves

throughsmarttechnologiestoachievebusinessobjectivesandeffectivelyrespondtocompetition.

Althoughthisresearchpaysusefulcontributiontowardsacademicliterature,yettherearefew

limitationswhichmustbetakenintoconsiderationforfuturestudies.First,customerrelationship

managementwasmeasuredfromemployees’perspective,therefore,futurestudiesarerecommendedto

targetindividualcustomersforanalyzingtheirperceptionstowardscustomerrelationshipmanagement

practices.Additionally,thedatawasgatheredviasurveyinstrument;hence,futureresearchcould

employdifferentmethodologiestoobtaingreaterinsights.Moreover,thesamplesizeemployed

duringdatacollectionmaynotbelargeenough,thus,futurestudiescouldrelyonlargersamplesizes

toobtaingreaterunderstandingaboutCRMandfirmperformancelinkages.Lastbutnotleast,this

studyreliedonconveniencesamplingforobtainingthedesireddatafromrespondents;consequently,

futurestudiesarerecommendedtouseprobabilitysamplingmethods.

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